Buyers Meeting Point procurement by Kelly Barner

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As the Editor and lead writer for the PI Social Media Network’s Procurement Insights Blog, Jon Hansen has written close to 2,500 articles, papers as well as five books on subjects as diverse as supply chain practice, public sector policy, emerging business trends and social media. Besides being a much sought after speaker internationally, Jon is also the host of the highly acclaimed PI Window on The World Show on Blog Talk Radio, which recently aired its 650th episode. In August 2013, out of a group of 15,000 hosts, Blog Talk Radio named Jon Hansen as one of their top 300 hosts.


 


 

SciQuest comes full circle with CombineNet acquisition (Part 2 of 2)

SciQuest comes full circle with CombineNet acquisition (Part 2 of 2)

Click here for part one of this series.

“SciQuest, originally an e-market exchange, went public in 1999 with a $2 billion market cap. Two years later, SciQuest was on the verge of shutting its doors: the gross profit margin was running at 2% and the company was burning $25 million a quarter. With only $50 million in its coffers, this prototype for the dot.com era was on track to run out of cash by year’s end.”

The above excerpt from The American Business Awards 2008 Winners website made considerable references to the areas upon which I touched in my 2005 white paper on SciQuest. Specifically, was the SciQuest value proposition scalable beyond the cottage industry success that enabled it to grow to the point of going public with a $2 billion market cap in the first place?

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SciQuest’s acquisition of CombineNet and The Big Bang Theory (Part 1 of 2)

SciQuest’s acquisition of CombineNet and The Big Bang Theory (Part 1 of 2)

In my July 10th, 2013 post “Forrester’s Duncan Jones and His Big Bang Theory Relating to Market Evolution” I had made reference to Jones’ comment regarding the IBM acquisition of Emptoris.

Specifically his remark that it was “too early to expect IBM to have coherent plans for what to do with its (re Emptoris’) services procurement product.”

I of course did not agree with the totality of Jones’ position as it appeared he was suggesting that “acquisitions such as the one made by IBM when they acquired Emptoris are largely intuitive and representative of a nebulous fear of falling behind as opposed to being a reflection of a deliberate, forward thinking strategy.”

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